Managing Change and Innovation

1187 Words5 Pages
Q1. Do you think Oliviera was ready for the job? Explain your reasoning. Ans- I don’t think that Oliviera was ready for the job. He was a young and inexperienced person but he was given the worst performing store to manage. He had to deal with too many problems at once. His team didn’t have faith in him as he was much younger than most of the employees. Many people had been working in the store for more than 10 years. They didn’t want to change the way they work and most of all they don’t want to be led by someone who is so young and inexperienced. Oliviera was very qualified but that was not enough in such a challenging environment. When the employees were not doing the work assigned to them, he was not able to cajole, convince, or charm them into changing their behavior which signaled that they could get away with more of it. He was not assertive and clear with people when their performance didn’t meet the standards. Moreover, he was not able to motivate the employees. The city of ‘Vitória’ in which the store was located was facing an economic decline as governmental institutions and offices had moved away and the transit population has been reduced. This made Oliviera’s job even more challenging. So, an experienced manager would have been a better choice for the job. Q2. What were the underlying reasons for Prado asking Oliviera to talk to Douglas Fischer? Was this part of Clothes & Accessories’ leadership development strategy? What is your opinion of Clothes & Accessories’ Strategy? Ans- Prado asked Oliviera to talk to Douglas Fischer because Fischer had been a young store manager like Oliviera who liked challenges and was a sociable person. Prado being a mentor must have thought that Oliviera can learn a lot from Fischer’s experiences as a young manager. Yes this was a part of the Clothes & Accessories’ leadership development strategy. Managers were not
Open Document